1. The Political Dimensions of Decision Making
Summary of Chapter 10
Prepared by:
Joshua Adams
EDHE 6730, Fall 2008
Moore, P. L. (2000). The political dimensions of decision making. In M. J. Barr, M. K. Desler & Associates (Eds.), The handbook of student affairs administration (pp ). San Francisco, CA: Jossey-Bass.

2. Theoretical Frameworks for Organizations
Bolman and Deal (1984) identified 4 major theoretical frameworks:
Rational
Human Resource
Political
Symbolic
According to author, political model is most useful to student affairs professionals
p. 179 –
Rational theorists: work with “goals, roles, and technology of organizations.”
Human Resource Writers: work with interaction of people within an organization to the organization
Political theorists: work with “power, conflict, and resource allocations”
Symbolic theorists: concerned with the “meaning within organizations”
The authors state that most student affairs professionals should work within the framework of the political and view this theoretical model as being the most necessary for student affairs professionals to be able to navigate throughout their work.

3. Important Conceptual Considerations
Political Model
Institutions are constantly changing coalitions and subgroups
Assumes power of members will determine outcome
Political Model: Pfeffer (1981) identified elements that contribute to a politics within an institution: interdependence of the interest groups or actors, goals that are inconsistent, resource scarcity, issues of importance, and decentralized decision-making. (p 181)

4. Important Conceptual Considerations Continued
French & Raven (1959) identify 5 power bases people use:
Coercive
Ability to punish (dismissal, demotion)
Reward
Ability to give something of value (raise, promotion)
Expertise
Having specialized knowledge about a subject
Referent
Having affiliation with someone else in power (president’s chief of staff)
Legitimate
Authority of individuals in charge
Power:
French and Raven (1959) identify five types of power people use to influence behavior:
Coercive: “ability to punish”
Reward: Ability to give “something of value if certain behavior is exhibited”
Expertise (expert): specific knowledge or abilities that are deemed important to the institution
Referent: Identifying with another person
Legitimate: Authority given to an individual by another in command who are empowered to do so

5. Important Elements of Institutions of Higher Education
Elements that contribute to political environments:
Goal Diffusion
Different goals may exist that will lead to different expectations among members
Can contribute to power struggles among staff
Uncertainty of Means or Technologies
If goals differ there may be differences in where to allocate resources of the institution
The author identifies major elements that contribute to political environments, they are as follows:
Goal diffusion: Depending on the institution different goals may exist that will contribute to different expectations among the members of the institution. This can then contribute to power struggles among the different coalitions that exist.
Uncertainty of means or technologies: If goals differ within an institution, there may exist a difference of opinion on where to allocate resources to best educate students within the institution.

6. Important Elements of Institutions of Higher Education - Continued
Elements that contribute to political environments continued:
Dual Control
Many individuals hold control over certain aspects of the institution
This can lead to confusion about decision making
Structural Uniqueness
Overlap and complexity often exist
This can lead to different opinions and interests within the institution
Dual Control: Many individuals and areas hold control over certain aspects of the institution. This leads to confusion about decision making and who holds ultimate control over decisions that affect the institution.
Structural uniqueness: Institutions are often filled with unique features that lead to overlap and complexity. This uniqueness can lead to different opinions and interests within the institution.

7. Important Elements of Institutions of Higher Education - Continued
Elements that contribute to political environments continued:
Organizational Culture
How an institution has developed over the years
How an institution responds to different situations
Limits on Leadership
Decentralization of services makes limits more problematic
All of the other elements contribute to strain on leadership within the institution
Organizational culture: This element deals with how an institution has developed throughout the years and ultimately how it responds to different situations both internally and externally.
Limits on leadership: Decentralization of services makes limits on leadership more problematic. All of the other elements place strain on the leaders ability to exert control, power, and influence within the institution.

8. Perspectives and Strategies
Suggestions for daily office work in a political environment:
Become friends with the boss
Develop a relationship based on mutual respect
This individual can then become an ally in a time of need
Understand your role
Be clear about your expectations
Be clear about your expectations of those around you
The author notes many suggestions in maintaining or developing professionally within a political organization. A few of the suggestions are listed above, further development of these suggestions follow:
Become friends with the boss: This may be the president or vice president over your area. It is important to establish a good working relationship with the boss that includes mutual respect. This relationship can allow the individual to have a strong ally in a time of need.
Understand your role: Be clear about your expectations and the expectations of those around you. This will allow for a greater and clearer understanding of your role within the institution as a whole.

9. Perspectives and Strategies - Continued
Suggestions for daily office work in a political environment:
Know the issues of the institution
Educate yourself on the current institutional issues
Provide guidance for others on this issue
Become competent in your field of work
Attend continuing education for your specific area
Have a goal of becoming an expert in your area
Know the issues of the institution: By educating yourself on the issues facing the division or the university one can position themselves to be a person who can provide guidance or solutions to the issues. It also allows for one to consider how their area fits into the institution as a whole and what one can do to alleviate the issue for the campus.
Become competent in your field of work: One should educate themselves on the issues facing not only the institution, but your area specifically. Continuing education in your area can lead to better competence and a better understanding of how you fit into the institution.

10. Perspectives and Strategies - Continued
Suggestions for daily office work in a political environment:
Remain visible on campus
Aim to strike a balance between being visible and overexposed on campus
Develop relationships with members of the institution
Coalition building is important in a time of need
Remain visible on campus: It is important to strike the balance between being visible on campus and being overexposed. One should attempt to be involved in different areas on campus, but make sure their area is seen and visible as well. This can be accomplished by completing assessment of your area and reporting the results to other administrators.
Develop relationships with members of the institution: This can ultimately develop into a coalition that can be of assistance when needed. It also establishes the visibility necessary to remain relevant.

11. Perspectives and Strategies - Continued
Suggestions for daily office work in a political environment:
Understand your time constraints
Try not to make “politics” the central focus of the job
Learn how to manage conflicts
Conflicts are inevitable
Develop coalitions as well as personal competence in order to better deal with conflict
Understand your time constraints: Politics at the institution are not the main reason we exist and one should take care to not make politics the focus of their job.
Learn how to manage conflicts: Conflicts are inevitable at any institution. Coalitions built as well as personal competence can assist one in learning to deal with conflict and not become overwhelmed by it.

12. Perspectives and Strategies - Continued
Suggestions for daily office work in a political environment:
Pick your battles
Only fight the battles you feel you can win
Be consistent
Integrity is hard to build if you are not consistent in your policies or actions
Remain ethical at all times
Pick your battles: “Battles should not be fought if they cannot be won” (p. 190)
Be consistent: The issue of integrity is hard to build if one is not consistent with their policies and actions. Ethical behavior is necessary in order to be successful at an institution.

13. Working Conditions Staff Education Faculty
Educating your staff to sensitive issues throughout the institution is imperative
Faculty
A broad approach to working with faculty is necessary for all involved with student affairs
Student affairs should utilize faculty members where appropriate during the planning phases
Strong relationships with faculty should be encouraged
Staff education: It is important for all staff members to understand the institutional culture and issues. Consistent values and approaches to situations will allow the staff to develop clear responses to different situations
Faculty: Faculty should be encouraged to participate in decision making processes. Student affairs administrators should be cognizant of faculty time constraints

14. Working Conditions - Continued
Communication
Consistent communication throughout the organization is key
Ideas include: newsletters, bulletin boards, s, personal visits
Ethical Considerations
An ethical approach to all situations should be sought
Resources are available for student affairs practitioners
Communication: Communication throughout the organization is key to a successful student affairs division. Communication should be encouraged to come from all levels of the organization. Communication should be clear and concise.
Ethical Considerations: Many resources exist to help the student affairs division respond to ethical concerns. Care should be made to maintain an ethical approach to all situations.